torch是什么意思薪酬系统理论[文献翻译]

2021年1月19日发(作者：学校用品)

外文题目




The Ethics of Compensation Systems























外文出处




Business Ethics.2004(52): P149-151.




























外文作者














Matt Bloom

























原文：








The Ethics of Compensation Systems


Matt Bloom

ABSTRACT.
Compensation
systems
are
an
integral
part
of
the
relationships
organizations establish with their employees. For many years, researchers viewed pay
systems
as
an
efficient
way
to
bring
market-like
labour
exchanges
inside
organizations.
This
view
suggested
that
only
economic
considerations
matter
for
understanding
how
compensation
systems
effect
organizations
and
their
employees.
Advances
in
organizational
research,
particularly
those
focused
on
issues
of
justice
and
fairness,
suggest
that
the
fully
understanding
the
outcomes
of
compensation
systems requires examining their psychological, social ,and moral effects.
Introduction
Compensation has always been viewed as a centrally important element in almost
any employment relationship (Milk vich and Newman, 2005). Early efforts to study
compensation
we
dominated
by
economic
views
of
compensation
systems.
Theper
vasive view at that time was that optimal compensation systems met the ‘‘fair day’s
wage for a fair day’s work’’ criteria. Employment relationships were viewed, for the
most part, like market transactions for labour that had been brought inside the skin of
a firm or organization. According to this view, the key for managers and others who
design
pay
systems
is
to
ensure
that
pay
accurately
reflected
the
economic
value
contributed
to
the
firm
by
a
worker.
Here,
fairness
is
expressed
only
in
economic
terms.
Since
that
time,
management
scholars
have
developed
a
much
richer
understanding of what fairness means to employees and how perceptions of fairness
affect their attitudes and behaviors (Folger and Cropanzano,1998). We know that the
meaning
of
fairness
for
employees
goes
well
beyond
economic
issues;
it
also

incorporates issues related to trust, work relationships, and ethics.
We now know that compensation systems are much more than simply mechanisms
for
bringing.
market
transactions
for
labour
inside
an
organization.
To
be
sure,
compensation systems can help create effective economic exchanges of labour (which
is
given
by
workers)
for
financial
remuneration
(which
is
given
by
the
employing
organization).
But,
compensation
systems
also
play
important
social
and
symbolic
roles
in
organizations
and
through
these
roles
pay
systems
effect
a
variety
of
important outcomes such as the nature of work relationships, employee commitment,
and
performance.
Research
on
high-performing
organizations
strongly
suggests
that
great
organizations
are
those
that
create
and
nurture
relational
exchanges
that
are
based
upon
trust,
mutuality,
care,
and
respect
(Rousseau,
1995).Summarizing
this
literature,
O’Reilly
and
Pfeffer(2000:
3)
summarizes
this
literature
this
way:
‘‘great
people want to work at great places where they can actually use their talents, where
they are treated with dignity, trust, and respect, and where they are engaged .by the
values
and
culture
of
the
organization.’’

Given
the
vital
role
that
compensation
systems
play
in
employment
relationships,
it
is
also
very
likely
that
they
play
an
important role in shaping whether people feel they are treated with dignity, trust, and
respect and whether they believe the values and culture of the organization are worthy
of their fullest commitment and highest efforts.
Research
on
organizational
justice
has
been
particularly
important
for
understanding
the
non-economic
effects
of
compensation
systems
(Folger
and
Cropanzano, 1998; Greenberg and Cropanzano,2001). This research has shown how
fairness
issues
form
an
important
part
of
the
fabric
of
employment
relationships.
It
also creates a basis for understanding how fairness may also be a critical component
of
a
well-designed
compensation
system.
At
one
level
compensation
systems
are
viewed
as
fair
when
they
meet
the
criteria
of
fair
pay
for
fair
work.
Here
fairness
refers to the allocation of pay itself. These distributive justice concerns are known to
be important factors when employees evaluate the fairness of their compensation. If
someone
does
twice
the
work,
distributive
justice
principles
would
argue
that
the
person deserves more compensation, perhaps even twice the pay. In turn, distributive